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PubMed1991

The power of health care value-adding partnerships: meeting competition through cooperation.

Given the hypercompetitive health care industry, proposing cooperation as a means to survive and prosper appears radical. This article develops a case for the formation of a health care value-adding partnership as a viable, if not preferred, alternative to the integrated health care system owned and controlled by a single entity. The conceptual and the practical aspects of obtaining voluntary cooperation are addressed, and examples of successful value-adding partnerships are presented.

Continuity of Patient Care↗
PubMed1991

Vertical integration increases opportunities for patient flow.

New sources of patients will become more and more important in the next decade as hospitals continue to feel the squeeze of a competitive marketplace. Vertical integration, a distribution tool used in other industries, will be a significant tool for health care administrators. In the following article, the authors explain the vertical integration model that shows promise for other institutions.

Economic Competition↗
PubMedDate not supplied

Managing in a merger and acquisition era.

Medical group administrators are quickly learning what big business has known for years-mergers and acquisitions represent a new and powerful option. If this option is to be employed successfully, however, group management has to understand the terms and be prepared well before merger or acquisition talk begins.

Accounting↗
PubMed1992

Future perfect.

Shrunken and frail as winter birds, a tiny man and woman negotiate the short walkway and stairs to the geriatric day hospital at UTMB, Galveston. The man has one hand on his cane, the other his wife's arm--whether for gallantry or his own support is not clear. Nor is it immediately clear, once inside, that they've entered a hospital rather than a senior citizens center. Created to fill the multiple needs of a specific population, the day hospital is a modest experiment that may harbinger the future for health care delivery.

Aged↗
PubMed1993

A century-old leadership style revitalizes the heroic hospital.

"Those who fail history are destined to repeat it." Emmett C. Murphy, Ph.D., an international business consultant found that the key to individual and organizational leadership is a heroic commitment to service and the reengineering of the work that it requires. Murphy, whose clients include IBM, General Motors, Johns Hopkins, Centers for Disease Control, Johnson & Johnson, and Memorial Sloan Kettering; was a consultant with Booz-Allen Hamilton and served on the faculties of the Massachusetts Institute of Technology and the State University of New York before founding E. C. Murphy, Ltd. His firm focuses on the application of quality improvement and work reengineering strategies for creating a patient-focused "heroic" organization. Recently, Dr. Murphy and Michael Snell co-authored an intriguing management book based on the fundamental business strategies historically found in an unlikely western figure. The The Genius of Sitting Bull (Prentice Hall, 1993), Murphy and Snell examine the leadership styles of the Sioux chief and General Custer at the peaks of their careers and used 13 heroic strategies common to Sitting Bull's management style as a metaphor for for successful leadership on the great plains of American health care and business life.

History, 19th Century↗
PubMed1993

Antitrust pitfalls in outpatient services.

Increasingly, services traditionally provided to inpatients are moving to the outpatient setting, resulting in greater antitrust risk. Antitrust issues are most likely to arise when a hospital with a large share of the inpatient market attempts to increase outpatient volume by restricting their patients' choices of outpatient providers, or when providers who control scarce outpatient resources attempt to restrict competition by denying other providers access to a facility. This trend has affected physicians both as competitors of hospitals in the outpatient services market and as participants with hospitals in ventures for the provision of outpatient care.

Ambulatory Care↗
PubMed1993

The healthcare CIO's role in business process redesign.

At Bishop Clarkson Memorial Hospital in Omaha, CEO D. Max Francis has a passion. He talks it day and night. His managers will practice modern management processes and techniques. Where the majority of healthcare organizations are still remarkably hierarchical in their management structure, Clarkson Hospital has broken those traditional boundaries. Former Clarkson CIO Harry McQueen says that under the CEO's enthusiastic leadership, this regional tertiary-care center has undertaken business process redesign and has realized significant, measurable results.

Hospital Administrators↗